Download as PDF, PPTX
![Policy for Social Media
•Representing our company:
• Inform our [PR/Marketing department] when they’re about to share any major-impact content
• Avoid deleting or ignoring comments for no reason. They should listen and reply to criticism.
• Never post discriminatory, offensive or libelous content and commentary
• Correct or remove any misleading or false content as quickly as possible
Disregarding job responsibilities and deadlines to use social media
Disclosing confidential information through personal or corporate accounts
Directing offensive comments towards other members of the online community](https://image.slidesharecdn.com/linkedinb2b-2022-220710190021-d731dfc2/75/LinkedIN-B2B-2022-pdf-29-2048.jpg)
![[NEW RESEARCH] Social Media Employee Advocacy](https://cdn.slidesharecdn.com/ss_thumbnails/socialmediaemployeeadvocacyv01-160309203619-thumbnail.jpg?width=640&height=640&fit=bounds)
LinkedIN B2B-2022.pdf
- 1.
- 2. DISENGAGED WORKERS COST THEU.S. ECONOMY $350 BILLION A YEAR IN LOST PRODUCTIVITY
- 3. #PeopleFirst is the newadvertising
- 4. Companies need new #peoplefirststrategies
- 5. People First Framework •Powered by Social Media Business objectives Innovation Culture Collaboration Talent On going education The Right Why Processes Customer Services Financials
- 6. #people fi rst principles • Allowemployees to move around and discover new challenges. 1. Build a strong sense of meaning and build the why on a daily basis 2. Allow employees discover new challenges.
- 7. #people fi rst principles • Allowemployees to move around and discover new challenges. 3. Drive a feedback, praise and acknowledgement. 4. Embrace individuality and worklife balance. 5. Foster good people and autonomy.
- 8. Why employee advocacyis social? The communication landscape is changing CEOs must communicate more openly and directly with their employees, and empower them to become company advocates. Edelman
- 9. What is employeeadvocacy? • Employee advocacy programs strengthen a corporate brand by publicly empowering its leaders and employees to communicate on behalf of the brand. • In doing so: • Employees gain expertise and profile, and become more engaged. • The organisation increases the number, effectiveness and credibility of brand and value proposition.
- 10. Employees are betterat creating trust 52% agree employees are credible spokespeople % who rate each spokesperson as extremely/very credible 0% 35% 70% Expert Academic Citizen Analyst Employee CEO NGO Directors Gov. official 35 33 48 49 52 53 63 64 67 33 39 50 41 48 50 57 64 63 2015 2016 Source: Edelmen, 2017
- 11. Creating brand ambassadorsfrom employees is about more than just throwing out a few incentives. You have to begin by looking at your organizational culture. By assessing your company's core values and cultivating a workforce that lives up to those values, you're creating a company culture that promotes strong customer service, loyalty and a sense of fun. Forbes, 2013 This is about long-term culture change
- 12. Employee advocacy ecosystem ASSETS RESOURCES T R A I N I N G G O V E R N A N C E C HAM PIO NS F O L L O W - U P Leaders/ task force activities Corporate experiences Rewards Guidelines Positioning plan Social media Personal branding Digital communication Corporate content / campaigns Monitoring Reporting Personal / corporate channels (SM, blogs, events etc.)
- 13. Policy for SocialMedia • Policy elements • “Social media” refers to a variety of online communities like blogs, social networks, chat rooms and forums. • We consider two different elements: using personal social media at work and representing our company through social media. •Using personal social media • We allow employees to access their personal accounts at work. But, we expect them to act responsibly and ensure their productivity isn’t affected. Using social media excessively while at work can reduce ef fi ciency and concentration. Whether employees are using their accounts for business or personal purposes, they may easily get sidetracked by the vast amount of available content.
- 14. • TOPICS STAGES 3to 4 • User-generated content • Topics by specialisation • Activity fits communities STAGES 1 to 2 • Contents curated by the brand • Topics limited to a few areas • Low profile activity STAGE 1 STAGE 2 STAGE 3 STAGE 4 CONTROL C-suite Executives Specialists Staff Expected progress Governance Flexible but clear governance provides advocates with the necessary guidance to help them understand how to be relevant and reduce risk. Who, where, when and what to share depends on the person, the organisation and the industry.
- 15. STEP 1 Select your champions •Who is a real in fl uencer? • Who is aligned with our values? • Who is already good at the Internet? • STEP 2 Define whys & rules • Why do we need a reason? • Why do we list the do's and dont's? • Why is there a plan for each one? STEP 3 Train your people • What does it mean? • What are their personal roles? • What are the best techniques? STEP 4 Offer the best resources • Where to serve good content? • Where to share reliable sources? • Where to activate campaigns? STEP 5 Promote your ambassadors • When to give recognition? • When to make them participate? • When to show their expertise? THE TOP NO RISKS DIGITAL SKILLS ORIENTATION LEADERSHIP Where to start? Design a pilot and… Measure and refine
- 16. Step 1: Select yourchampions SCREENING CRITERIA • Digital maturity & influence • Corporate alignment • Internal activity & connectivity • Functional & sociodemographic METHODOLOGY • Surveys (on/off) • Social media monitoring • HR analytics Within the organisation, there are people who strongly influence others around them for other reasons than their job. From the perspective of internal communication and branding, it may be more effective to work with these hidden leaders than launching typical campaigns. The challenge is to detect and involve them in employee advocacy.
- 17. Step 2: De fi ne whys& rules DELIVERY • Social media policy • Brand ambassadors framework • Team action plan APPROACH • Why to participate • Where are we going • What we can contribute • Do’s and don’ts on social media For champions to be involved, it’s crucial to share an inspiring purpose that connects their personal motivations to corporate values. Furthermore, the organization should be able to create a clear set of rules that, far from restricting participation, give co-workers enough background and practical recommendations to avoid unnecessary risks to either the brand or their personal image.
- 18. Step 3: Train yourpeople TRAINING • In-person and online classes • 10 to 40 hours of teaching courses • Case studies and exercises • Ongoing support CONTENTS • Social media • Personal branding • Digital communication tools The company has to help champions to build and promote a strong and consistent digital identity. To do this, they are expected to provide training regarding the use of the right management tools, content formats, and social media platforms. This is where these co-workers best connect with the groups and communities that are relevant to them… where they can become influencers… and where the brand alone will never have as much impact.
- 19. Step 4: Offer thebest resources TOOLS • Web repository • Living content board • Social internal network • RSS Feed readers MATERIALS • Stories, pictures and videos • Pre-created content & campaigns • Top sources by specialty The company can provide their champions with tools and corporate resources that ease participation. Depending on the stage, these materials may be content repositories with fresh stories and image assets, and sometimes a live pipeline of content ready to edit and share on social media In such way, brand ambassadors will never be afraid to publish misaligned messages, and risk is further reduced.
- 20. Step 5: Promote yourambassadors PLATFORMS • Web, blog, Social Media, Newsletters • Events, seminars, training sessions • Rituals & focus groups • Physical bulletin boards OUTCOMES • Visibility • First-hand experiences • Scoops, prices and rewards Companies must recognize and project their ambassadors’ activity by implementing physical and virtual spaces to celebrate their progress to other co-workers and to their clients and stakeholders. We refer to corporate communication assets such as blogs, social media dashboards, events, bulletin boards, discussion forums, newsletters etc,
- 21. Stage 1: illustratedby roles C-suite • Company / media • Reserved • Corporate • Internal / Linkedin Executives • Company / Stakeholders • Low • Corporate (branches) • Internal / Linkedin Specialists • Professionals • Medium • Business • Linkedin / Twitter / Blog Staff • Communities • Medium • Personal • All (by use) TARGET ACTIVITY TOPICS CHANNELS
- 22. KPIs and measurement BUSINESS SocialSelling Index Profitability Sales Volume ROI PROCESSES Productivity Quality Customer Satisfaction Efficiency RECRUITMENT Offer acceptance rate Employee retention Employee Net Promoter Score (ENPS) Talent Attraction BRAND Awareness SoV Sentiment Digital Perception Index (DPI)
- 23.
- 24. SALES MORE LIKELY toleverage social media TO DRIVE SALES 1. 57% Employees are PRODUCTIVITY more likely to have above- average PRODUCTIVITY 2. 38% Socially-engaged employees are BRAND REPUTATION more likely to APPEAR MORE COMPETITIVE 1. 40% Socially-engaged companies are RECRUITMENT more likely to ATTRACT TALENT 1. 58% Socially-engaged companies are ADVOCACY Employees are the MOST CREDIBLE source of information of the business 3. 52% Benefits are felt across the organisation • The use of Social Media by senior executives within Financial Services impacts employee engagement and company revenue.
- 25. Building Employee advocacy BestPractices
- 26. Policy for SocialMedia • Policy elements • “Social media” refers to a variety of online communities like blogs, social networks, chat rooms and forums. • We consider two different elements: using personal social media at work and representing our company through social media. •Using personal social media • We allow employees to access their personal accounts at work. But, we expect them to act responsibly and ensure their productivity isn’t affected. Using social media excessively while at work can reduce ef fi ciency and concentration. Whether employees are using their accounts for business or personal purposes, they may easily get sidetracked by the vast amount of available content.
- 27. Policy for SocialMedia •We advise our employees to: • Use their common sense. If employees neglect their job duties to spend time on social media, their decline in productivity will show on their performance reviews. • Ensure others know that personal account or statements don’t represent our company. Employees shouldn’t state or imply that their personal opinions and content are authorized or endorsed by our company. We advise using a disclaimer such as “opinions are my own” to avoid misunderstandings. • Avoid sharing intellectual property like trademarks on a personal account without approval. Con fi dentiality policies and laws always apply. • Avoid any defamatory, offensive or derogatory content. It may be considered as a violation of our company’s anti-harassment policy, if directed towards colleagues, clients or partners.
- 28. Policy for SocialMedia •Representing our company: •Some employees represent our company by handling corporate social media accounts or speak on our company’s behalf. We expect them to act carefully and responsibly to protect our company’s image and reputation. Employees should: • Be respectful, polite and patient, when engaging in conversations on our company’s behalf. They should be extra careful when making declarations or promises towards customers and stakeholders. • Avoid speaking on matters outside their fi eld of expertise when possible. Everyone should be careful not to answer questions or make statements that fall under somebody else’s responsibility. • Follow our con fi dentiality policy and data protection policy and observe laws on copyright, trademarks, plagiarism and fair use.
- 29. Policy for SocialMedia •Representing our company: • Inform our [PR/Marketing department] when they’re about to share any major-impact content • Avoid deleting or ignoring comments for no reason. They should listen and reply to criticism. • Never post discriminatory, offensive or libelous content and commentary • Correct or remove any misleading or false content as quickly as possible Disregarding job responsibilities and deadlines to use social media Disclosing confidential information through personal or corporate accounts Directing offensive comments towards other members of the online community
- 30. Advice for SocialMedia • Introduce the purpose of social media as part of your corporate strategy, be it concerning marketing, recruitment or employer branding. • Add value – when employees publish work-related social media content, they should provide useful information or insight that is relevant to the business. • Employees should be prohibited from sharing con fi dential and proprietary information online. • Responsibility for content – employees should know to exercise good judgment and be prepared to deal with any consequences that result from inappropriate actions or statements online. • Authenticity is critical – users of social media should identify themselves by name, and when relevant, position and company.
- 31. Advice for SocialMedia • Keep your audience in mind – before publishing any content, employees should ensure they are not alienating readers that may be current clients, potential clients, or past/current/future employees. • Productivity is essential – social media efforts can only be successful if employees fi nd a proper balance between social media and other work. • Remember to keep it simple so that everyone can easily understand the policy.
- 32. LinkedIn The Best Placefor B2B SMM
- 33. Why is Linkedinso Important? • Senior-level in fl uencers • Decision makers and opinion leaders • C-level execs and talent • Industry news • Expert advice • Career training • Peer insights and recommendations • Content published by LinkedIn’s 500+ In fl uencers
- 34. Why is Linkedinso Important? • Total Number of Linkedin Users: 675 million • Total Number of Monthly Active Linkedin Users: 310 million • Percentage of Linkedin Monthly Active Users: 46.97% • More than 70% of Linkedin users are from outside the US. • 46 million students and recent college graduates on LinkedIn. • The average income of a LinkedIn user currently stands at $46,644 per year. • 51% of US College Graduates use LinkedIn. • 150 million LinkedIn users are senior-level in fl uencers
- 35. Why is Linkedinso Important? • 1. Targeting Creating awareness of your brand and products early in the purchase process • 2. engaging Positioning your brand as a thought leader and engaging audiences more deeply with content as they’re forming perceptions and decisions • 3. optimizing Driving the right audiences to take action, helping you generate quality leads and new business
- 36. Create Company Page •Complete your Page Pages with complete information get 30% more weekly views. Here’s what you’ll need to fi ll out. • Logo Add your organization’s logo and a cover image to bring your Page to life. • Overview Lead with relevant terms and phrases that describe your organization’s mission and purpose (LinkedIn members can search by keywords). • Organization info Input your website URL and location, and select your industry and company size. • Call-to-action button Customize your button to align with your goals and track who’s clicked in the admin view or in visitor analytics.
- 38. Advanced Features |Blogging
- 39. Advanced Features |Showcase & Career Pages
- 40. Advanced Features |C-Management & Paid
- 41. Linkedin Best Practices| SMBs
- 42.
- 43. What’s next? How tomaximize your ROI in Linkedin?
- 44. Groups Phantom Buster Sales Navigator AdvancedPaid CRM Connectivity
- 45. Social B2B Sales AWARENESSLEADS PROFILING 1 2 3 B2B STRATEGY PROMOTED CONTENT MARKETING SOCIAL SALES TECH ROI & KAIZEN x PROSPECTS
- 46. B2B Growth Hacking- Sales Navigator | API Buster
- 47.
- 48. Social B2B SalesProcess Content and Sales Agent Training APIs and Deployment of Marketing Automation + Connections between Linkedin, Phantom Buster and CRM: Continuous Optimization Leads (real time) Database (weekly) Strategic Validation Profiling
- 49. Social B2B SalesProcess SCRAPPING By industry, geo, profiles, interests. ENRICHMENT Expansion of data from Linkedin (company) SALES NAVIGATOR ACTIVATION Activation of Profiles SW CALENDAR ACTIVATION SW configuration: agenda and alternative of the call or visit. ACCOUNT-BASED TARGETING Lead Generation Form Automated updates REMARKETING Remarketing campaigns on LinkedIn. Optional. Google properties (GDN - Gmail) COPY SALES Generation and activation of personalized messages: Invitation, Followup, CIta AUTOMATIC WORKFLOW Lead generation process activation: Commercial, A / B testing and daily optimization. PROFILES (3) LINKEDIN Improvement of selected Iberostar B2B profiles LINKEDIN POINTDRIVE Cover, Assets, Copy, Analytics LANDING Design, Assets, IP Tracker, Chat Campaigns Configuration Facebook and LinkedIn pixels DataTech Reach Lead Generation Configuration
- 50. LinkedIn Pro fi les • JOBTITLE: Travel Agent • Geo: United States • INDUSTRY: Leisure, Travel & Tourism • Geo: United States • Size: 1-10 employees • Companies: 14,525 • Contacts: 27,547 •
- 51. Sales Navigator • JOBTITLE: Travel Agent • Geo: United States • INDUSTRY: Leisure, Travel & Tourism • Geo: United States • Size: 1-10 employees • Companies: 14,525 • Contacts: 27,547 •
- 52. Leads • JOB TITLE:Travel Agent • Geo: United States • INDUSTRY: Leisure, Travel & Tourism • Geo: United States • Size: 1-10 employees • Companies: 14,525 • Contacts: 27,547 •
- 53. Point Drive • LandingPages •
- 54. Expected Results 1 MONTHFUNNEL Conversion Rate % Volume Auto-Follow 16,000 Pro fi les Viewed 90 % 14,400 Connections Accepted 80 % 11,520 Top of Funnel - Asset requested after 1st Message 50 % 5,760 Middle of Funnel - PointDrive visits after 2nd Message 80 % 4,608 Bottom of Funnel - Pricing / Offer downloads after 3rd Message 20 % 921.6 Visits to "Sales" Landing Page with CTA "Sign Up" 50 % 460.8 Sign Ups 25 % 115 What is a reasonable ROI?
- 55. Bene fi ts • Generation ofnew business | Revenue & LTV • Degree of consideration of the brand and value proposition • Greater impact and reach on LinkedIn • In fl uence and networking of sales agents • Greater knowledge of the sector and degree of sector traction / buyer persona • Commercial activity by interests and interactions • Use of data from the companies CRM | Productivity • Innovation and learning about Social B2B Sales
- 56.
- 57.
- 58.
- 59. B2B Buyer Persona JobRole Position Buying Center KPI Risks Key Initiatives Challenges Needs Knowledge Power Budget Engagement Decision Drivers Lifestyle Hobbies Family Education Contents Asset types Interactions Touchpoints Requirement to solve a problem or capitalize on an opportunity at the organization or industry level Organizational Need The operational requirement of the department or team Functional Need The specific contextual requirement based on the persona’s job role Individual Need
- 60. Decision Process Attributes • What is the business value? • Why should we spend money on this? Decision Maker: ROI • Will it help me do my job better? • Will it enable me to achieve my goals? User: Customer Experience • What are the alternatives? • Can we get it cheaper? Ratifier: TCO • Will the solution meet our needs? • Does it help with one of our key initiatives? Champion: Business Value • Is it stable, reliant and efficient? • How will it perform? Influencer: Performance Buyer Role Engagement Level Decision Drivers
- 61. Decision Drivers • Financial • Revenuegrowth • Pro fi tability • Cost management • Operation • Productivity • Effectiveness • Ef fi ciency • Capabilities • Customer Experience • Strategy • Growth • Expansion • Competencies • Competitive Advantage •
- 62. How to fi nd yournext job app
- 63. Building your LinkedInPower Where to start
- 64. People Is thekey factor for branding
- 65. Be Ubiquitous: CreateMultiple Streams of You
- 66. Be Interesting: Write,Video, Photograph, Share, Give
- 67. Be Social: EffectivelyManage Your Social Systems
- 68. Be Remarkable: DoSomething Worthy Of a Remark
- 69. Be Yourself: LetYour Personality Shine Through
- 70.
- 71.
- 72.
- 73. 9 The 12 Steps BLOG 12 3 5 6 7 8 10 11 IDENTITY STYLE OPTIMIZE PUBLISH POSTS NEW INFLUENCERS TOPICS & HASHTAGS WORK ON SOURCE EDITORIAL PLAN PARTICIPATE IN GROUPS CONNECT & NUTURE WORK ON SEO 4 INNOVATE IDENTITY GROWTH ENGAGEMENT SWOT TRENDS 12 @ ABOUT ME
- 74.
- 75.
- 76.
- 77. Support tools • SalesNavigator
- 78.
- 79.
- 80. Richard Branson @richardbranson 9.804.072Followers Culture Talent History
- 81. Bill Gates @BillGates 33.478.779Followers Growth Storytelling Purpose
- 82. Elon Musk @elonmusk 7.461.064Followers Customer Updates Passion Personal
- 83. Muhtar Kent @MuhtarKent 39.286Followers Events Branding Causes
- 84. Jeff Immelt @JeffImmelt 29.286Followers Culture Branding Transformation
- 85. Satya Nadella @satyanadella 1.299.286Followers Collaboration Innovation Personal
- 86. Build your roadmap StrengthsContents Inspire Positioning Reputation
- 88.
- 89.
- 90. LinkedIn Formats • SponsoredContent • Direct Sponsored Content (dark posts) • Sponsored InMail • Text Ads • Dynamic Ads • Lead Gen Forms
- 91.
- 92.
- 93.
- 94.
- 95.
- 96.
- 97. LinkedIn Reality • LinkedIn medianCPC is $3.49 • LinkedIn median CPM is $8.23 • LinkedIn median CTR is 0.26%
- 98.
- 99.
- 100.
- 101.
- 102.
- 103.
- 108.
- 109.
- 110.
- 111.
- 112.
- 113. ROAS Campaign 2020 Leasing Budget20000 € CPC 2,5 € Clicks 8000 Signups % 5 % Prospects 400 Cost per Prospect 50 € Campaign 2020 Leasing Conversion % 12,5 % New Customers 50 Avg Order 2200 € Revenue 110000 € ROAS 5,5 COA 400 €
- 114. ROAS Campaign 2020 Leasing Budget20000 € CPC 2,5 € Clicks 8000 Signups % 5 % Prospects 400 Cost per Prospect 50 € Campaign 2020 Leasing Conversion % 12,5 % New Customers 50 Avg Order 2200 € Revenue 110000 € ROAS 5,5 COA 400 € What can be improved? And how?
- 115. ROAS Campaign 2020 Leasing Budget20000 € CPC 1,25 € Clicks 16000 Signups % 7,5 % Prospects 1200 Cost per Prospect 17 € Campaign 2020 Leasing Conversion % 14,5 % New Customers 174 Avg Order 2500 € Revenue 435000 € ROAS 21,75 COA 115 €
- 116. LinkedIn Campaigns |Measuring Results • Clicks: The number of clicks on links in your ad. • Impressions: The number of times people saw your ad. • Click-through rate (CTR): The number of clicks divided by impressions. • Average engagement: Total engagement (paid and free clicks) divided by impressions. Engagements can include social actions such as likes, comments, or shares. • Conversions: The number of times someone took an action after clicking on or seeing your ad. This metric applies to campaigns using LinkedIn conversion tracking. • Conversion rate: How often your ads result in conversions on your website. • Cost per conversion: Ad spend divided by conversions. • Leads: the number of leads you get from your ads. This metric applies to campaigns using LinkedIn Lead Gen Forms. • Cost per lead (CPL): Ad spend divided by leads
- 117.
- 118. Crisis Management • It’skey to monitor the buzz about your brand and to identify opinion leaders • When you deal with one customer you deal with all customers
- 119.
- 120.
- 121.
- 122. Dominos Pizza Crisis •https://youtu.be/dem6eA7-A2I •
- 123. Bing Crisis • 1.6M followers •
- 124.
- 126. Crisis Management Framework Getearly warnings Identify in fl uencers Own front page SEO Earned media Social & mass media No censorship | Honest Go where the conversation is Don’t feed the troll Be sensitive Use humor Monitoring Sentiment Trending topics Forums Opinion Leaders Why How Metric
- 127. Crisis Management Framework 1.Listento your customers. Companies should monitor the buzz about their brands and products in the Internet. They need to allocate the right resources to this function like a community manager and buzz analytics tools. 2.Have a voice. Ignoring the conversations about your company in social media is not the solution; the conversation will be there anyway. Companies cannot control the conversation but they can participate on it. It’s key to do it in humble tone, being transparent and authentic. 3.When you deal with one customer, you deal with all the customers. The social web brings more transparency to the relationship between companies and customers, who can easily share their experiences with other customers. 4.Negative experiences get more diffusion than positive ones. This is nothing new but social media amplify this phenomenon, which emphasizes the need of having a community management team listening and reacting quickly whenever is needed. 5.Social media and mass media are connected. What starts as a little incident reported by a blogger, spreads virally and - once a massive audience is reached - the news jump into the mass media which further ampli fi es the diffusion of the message and the negative impact to the brand. 6.Turn it into an opportunity: if brands monitoring the buzz in real time, they will quickly detect the incident and can avoid the negative news in the mass media. It also generate opportunities to show your purpose and customer centricity.
- 128.
- 129.
- 130. Initial recommendations CALM HONESTY RESPONSE POSITIVE DO NOT DELETE 360 Thesocial networks themselves are implicated in managing communications during crises Responses should not be sent out too quickly in case of a huge deluge of messages as this can increase confusion and lead to errors; responses should only be given once the official position from the committee has been confirmed. Communications from the company should always be honest and humble. In low-risk crises, comments – even if they are negative – should always be responded to respectfully and politely. In critical crises, responses should be more strategic and organised. Attention should be drawn to the positive actions carried out by the company both as the result of crises and for previously published content (preventive strategy) which give increased credibility to Brand. A policy of maximum tolerance to messages should be applied with messages only being deleted if they obviously contravene established policies of decency.
- 131. Warning System isa Must • The digital environment is the leading focus for spreading reputational crisis. Correct monitoring will enable the trigger for the crisis and the users who are spreading it to be identi fi ed. VOLUME WARNING SYSTEM INFLUENCE CLASSIFICATION OF MOST CRITICAL EXPRESSIONS Term: Brand Location: Spain Language: Spanish Terms to be monitored: Crisis, muerte, incendio, muertos, muerto, incidente, atraco, impuestos, evasión, explotación; discriminación, retirada de producto, intoxicación. • 20+ mentions/minute • Emotion: negative/ neutral • Category: irrelevant • Source: irrelevant • 5,000+ followers • Emotion: negative/ neutral • Category: irrelevant • Source: irrelevant
- 132. Evaluation indicators Before evaluatingthe possible risk of an incident, we need to identify whether the following indicators are present: CRITICALITY OF CONTENT NUMBER OF MENTIONS RELEVANCE OF PROFILES AUTHENTICITY COMMUNITY AUTHORITY INTENTION Are they real accounts or accounts created ad hoc? Is the profile/company relevant? Is the person respected in that particular field? What real risk of impact is there? How many followers were able to see the message? What is the ultimate aim of the message for the brand?
- 133. Evaluation indicators The mainaim of this reporting is to establish the extent of the threat and to analyse the general impact, the number of users involved and the impact within the social networks in macro terms. • One media comments • Feeling IMPACT ON SERVICE GENERAL IMPACT COMMUNITY IMPACT • Number of mentions and growth • Unique users • Potential impact • General feeling • ATC cases managed
- 134. Evaluation indicators Where wasit published? Type of publication. What is it like? Who is mentioned? • Publication accessible to all users, however in a channel with a reduced audience (blog or forum) • Publication accessible in open channel with large possible audience (digital media web pages) • Publication is promoted and has wide-reaching audiences 1 3 4 • Refers to politics or religion • Puts Brand in negative light • Suggests or shares false/unverified internal information • Shares information which could affect other individuals or legal entities ethically or morally 1 3 3 2 • Mentions competitor brands/ representatives • Mentions brand stakeholders • Mentions Brand upper management and includes them in the conversation • Mentions Brand and includes it in the conversation. 1 3 3 3 Low risk Medium risk High risk Critical 1 5 10 15 20 25
- 135. Protocol Crisis Management Team(CMT) Warning system Launch crisis protocol Warning system Classification of incident ANALYSIS Threat evaluation Internal reporting Evaluation of incident DECISION Response processes Measuring and reporting Social network team Lessons learnt Act? ye s No Response validated Follow-up and repercussio n Social network team Documentation Internal reporting Threat evaluation Classificati on of incident
- 136. Lesson Learnt What needsto be revised? SOCIAL RESPONSE After defining the risks, implementing the necessary response systems and analysing the variations in the community, project and business, it is time to start the optimisation process based on lessons learnt. • FAQs • Social response strategy • Intervention protocols • Tone of response • Response flow CONTENT PLAN PROCESSES AND OPERATIONS PR RESPONSES REVIEW AND OPTIMISATION PHASE SOCIAL LAYER CORPORATE LAYER • Content strategy • Inclusion or omission of lines of content • Editorial tone • Digital presence • Optimise processes • Optimise resources • Services or products • Business drivers • Company policy • Workflows with teams and co-workers BUSINESS LAYER • Communication protocols • Relationship with other brands and ambassadors • Relationship with stakeholders and ambassadors • Relationship with media LOW RISK HIGH RISK
- 137. Prof. Kevin Sigliano Partner @Good Rebels | Admira.com @kevinsigliano es.linkedin.com/in/kevinsigliano +34 618 457 741 ksigliano@faculty.ie.edu